Living on the lake, catching some rays and swimming in the pool! After 40+ years of hard work, it is nice to relax.

Led Enterprise-wide ITIL processes (Release, Change, Incident, Problem Management and Service Continuity) and consistently exceeded quality and performance goals based on Top Quartile Benchmark companies. Managed internal Hartford Service Desk and Desktop Support teams which provided direct IT support services to over 25,000 Hartford employees and contractors. Conducted strategic assessment to outsource Service Desk operations, led RFP/CBA processes, negotiated vendor contract, coordinated extensive documentation of existing procedures/led successful KT to vendor and managed all aspects of transition to new vendor while maintaining all critical timeliness/quality service levels. The Service Desk sourcing generated over $1M in savings and strengthened relationship with critical vendor partner.• Reduced SEV1 incidents by 71%, MTSR by 54% by establishing/directing Company-wide IT Stability Program. This effort required establishing a program to coordinate multiple Hartford IT teams and vendors, reporting/prioritization protocols for improvement action plans and generated significant improvements in employee productivity and costs. Received Chairman’s Award in recognition of improvements realized.• Expanded number of applications tested by 32% annually by re-engineering Disaster Recovery processes to create documented DR plans for 300+ applications, implementing enhanced testing at off-site DR facility and improving recovery times by over 15 hours. • Improved unit cost by 13%, quality by 9% and achieved 10 point improvement in customer satisfaction while adapting to 15% increase in call volumes through implementation of Service Desk productivity/automation.• Conducted strategic assessment to outsource Service Desk Operations, managed RFP/CBA processes, negotiated vendor contract and managed all aspects of transition to vendor.• Implemented new metrics/employee training to drive Desktop Support productivity improvement of 13% and 11% improvement in FCR.

Led Hartford centralized 6X24 Print/Mail operation that produced 65M mail pieces annually. Managed RFP, CBA and contract negotiations to outsource the various Output Operations functions (Print, Mail, Warehouse, Transportation and Records Management) in order to strategically position The Hartford for electronic document delivery/storage• Drove 15%+ productivity improvements and 9% cost reduction by implementing lean manufacturing concepts, employee training and upgraded equipment. • Consistently exceeded unit cost, productivity, quality, customer satisfaction and employee engagement goals, including throughout the outsourcing transition.• Established employee communication processes and updated training programs that led to 17% increase in employee engagement scores.• Revised CRM processes to better align strategic customer needs with evolving production capabilities and to incent standardized production practices which generated over $600K annual savings.

Built a new Print/Mail processing operation from an empty building to a full production operation in less than four months in order to satisfy a new contract for Aetna statement and billing processing and successfully achieved customer Service Level Agreements for quality, timeliness and cost.• Identified/implemented $1.9M package of cost savings/revenue increases, negotiated $2M contract for mail presorting and revamped IT infrastructure to overcome file processing delays and integrity issues.• Designed/implemented automated job tracking/reporting systems when original software platform failed to meet business needs.• Led all staffing, training, equipment and facilities activities required to bring new production facility on-line in less than four months.

Led a start-up Print/Mail operation that generated over 150M statements, bills and checks annually. Managed Bulk Shipping/Fulfillment/Warehouse operations that all customer prospectus and document fulfillment demands for Fidelity's US operations. Led integrated internal business consulting team that managed 200+ projects annually and introduced 24 new products/generated new revenues of over $1M.• Improved productivity by 42% over 3 year period, cut error rates by 29%, and enabled handling of 25% volume increase with 3% staffing increase by Identifying/implementing new processing hardware, installing state-of-the-art print technologies, instituting employee training programs and incorporating lean manufacturing processes.• Handled 22% increase in projects with 8% decrease in staffing by leading integrated internal business consulting team managing ~200 projects annually and implementing new resource planning processes to Install new Enterprise Resource Planning system.• Reduced costs by $800K by constructing DR option for Print/Mail and negotiating maintenance contracts.• Reduced operating department losses by $4M annually (50% reduction) and improved customer satisfaction by 32% while also exceeding quality, unit cost and productivity goals through Developing/implementing strategic change to On Demand manufacturing of fulfillment kits with a new production control software system.

Managed multi-site Print/Mail and financial capture operations for American Express's US operations. Responsible for operating strategy and resource management associated with processing over 400M paper charges and printing/mailing 160M billing statements in a 2 site, 7X24 operation. Key member of project team that transformed the Amex billing statement to a state-of-the-art image statement. Conducted strategic analysis and built business case to implement new ICR technology ($30M project) which enabled "paperless keying" and resulted in 23% quality improvement and 14% cost reduction. Re-engineered statement processing which drove $3M postage/operating expense save, implemented JIT processing techniques which reduced costs by 11%, negotiated vendor contracts to reduce maintenance/equipment costs by $2M annually. Managed paper financial capture operations and statement billing process in 7X24 operation and improved productivity by 17%, reduced postage by$170K and direct costs by $320K.